Agile Basics / Fundamentals

1 de Sep de 2014

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Agile Basics / Fundamentals

  1. 1 Constella)on Speed introduc)on
  2. 2 Agile Basics @selleithy
  3. Please do not distribute this materials without a verbal or written consent from SparkAgility. 3
  4. Salah Elleithy @selleithy410.262.5550 15 years Enabling agility and enhancing team capabilities serving as a Project Manager, Scrum Master, Business analyst, Team Facilitator and Agile Coach. Founder, Certified Trainer & Managing Consultant supporting organizations in enabling agility and enhancing team performance. B.S. in Business / Accounting M.S. in Financial Management & Information Systems Agile Nova Meetup Organizer Agile 2014 Track reviewer PMI Agile CoP Agile Coach Camp 2014 Work Education Certifications Project Management Professional (PMP), Agile Certified Practitioner (ACP), Certified Scrum Master (CSM), ICAgile Certified Professional in Agile Coaching & Facilitation (ICP-TC), Certified Trainer in Training from the Back of the Room 4 PMI Baltimore Chapter
  5. Learning Objectives ! To discover what makes agility an essential ingredient not only to survive but to thrive. ! Understand the agile mindset. ! Recognize the difference between doing agile and being agile. 5
  6. Logistics 6
  7. Pledge of Learning • As a participant: – I will do my best to be on time so that I don’t miss any portion of the session – I will be present physically and mentally so that I can retain more of what is covered – I will do my best to maintain my focus on learning and participate so that I can get the most out of the session – I will respect all participants thoughts and opinions so that I can benefit from others’ experience 7 Uses that apply to different initiatives are: Ground Rules, Working agreements, Training Alliance and Team Charter.
  8. Our Backlog 8 Warm up activities for the group! Speed introduction! Defining Agility, Traditional vs. Agile approach! Explain the origins of Agile & the Agile manifesto (values and principles)! Challenges to enabling Agility! Stages of Learning! Understand the Agile Mindset! Developing soft skills and understanding communication barriers! Agile methodologies (frameworks) and practices! Value-driven Delivery! Tracking Progress! Scrum in brief! Self-organizing teams (It’s not what you think)! Collaboration Techniques! Continuous Improvement! Retrospectives!
  9. Defining Agility, Traditional vs. Agile 9
  10. Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. - Jim Highsmith 10
  11. Agility is the flexibility to navigate the constraints of your project to get the most VALUE as quickly as possible. is - Dr. Ahmed Sidky 11
  12. Biggest 12
  13. Are we solving Right the Problem? 13 Solution? Are we building
  14. 14 Why Agile?
  15. Reasons for Agile Adoption Source: VersionOne 7th Annual State of Agile Development Survey 15
  16. Benefits of being Agile Source: VersionOne 7th Annual State of Agile Development Survey 16
  17. Leading causes of failed Agile projects Source: VersionOne 7th Annual State of Agile Development Survey 17
  18. Traditional vs. Agile 18
  19. 19
  20. Gulf of Evaluation 20 IKIWISI (I’ll know it when I see it) EXPERIENCE
  21. Success Factors 1994 2011 2012 - 2013 1 User Involvement Executive Source: Standish Group CHAOS Manifesto 2013 management support 2 Executive Management Support Executive management support User Involvement 3 Clear Statement of Requirements Clear business objectives Optimization 4 Proper Planning Emotional maturity Skilled resources 5 Realistic Expectations Optimization Project management expertise 6 Smaller Project Milestones Agile process Agile Process 7 Competent Staff Project management expertise Clear Business Objectives 8 Ownership Skilled resources Emotional Maturity 9 Clear Vision & Objectives Execution Execution 10 Hard-working, Focused staff Tools & Infrastructure Tools & Infrastructure 21
  22. “Pre-Agile” Organizational Structure Domain Experts / Subject Matter Experts Users / Customers Governance Business Stakeholders Project Managers IT Credit: Dr. Ahmed Sidky Analysts Developers Testers " Coordinate work across different groups. " Monitor progress and identify risks. " Report project status to sponsors and stakeholders. " Implement strategies to avoid project failure. 22
  23. “Pre-Agile” Project Team (The Matrix) Domain Experts / Subject Matter Experts Users / Customers Governance Business Stakeholders Project Managers IT Credit: Dr. Ahmed Sidky Analysts Developers Testers " Coordinate work across different groups. " Monitor team progress and identify risks " Report project status to sponsors and stakeholders. " Implement strategies to avoid project failure. 23
  24. Meet the ‘Agile Project Team’ Stakeholders IT Credit: Dr. Ahmed Sidky The Value Team Value Facilitator [Product Owner - SCRUM] Domain Experts The Delivery Team Governance Delivery Facilitator [Scrum Master - SCRUM] Users/Customers Analysts Developers Testers 24
  25. Facilitation is the art of leading people through processes toward agreed-upon outcomes in a manner that encourages participation, ownership and creativity of all involved. - The Grove Consultants International Effective facilitation skills are critical to help the team have effective collaboration meetings. Credit: Dr. Ahmed Sidky Team Facilitators 25
  26. Origins of Agile & the Agile Manifesto (values & principles) 26
  27. Beyond Agile Alistair Cockburn wrote, The Oath of non allegiance, I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation. 27 1930 Walter Shewhart, a quality expert at Bell Labs who proposed a series of short “plan-do-study-act” (PDSA) cycles for quality improvement. Quality guru W. Edwards Deming began vigorously promoting PDSA. 1960 NASA’s Project Mercury applied IID in Software and ran with very short half-day iterations that were time-boxed. Winston Royce, wrote an article called ‘Managing the Development of Large Software Systems’ on what would become known as the waterfall model. 1970 1972 TRW applied IID in a major project – the $100 million TRW/Army Site Defense software project for balistic missile defense. Barry Boehm, the originator of the IID spiral model in the mid-1980s, was chief scientist at TRW. Light Airborne Multipurpose System, part of the US Navy’s helicopter-to-ship weapon system used IID. A four year 200-person-year effort involving millions of lines of code, LAMPS was incrementally delivered in 45 time-boxed iterations (one month per iteration). mid-1970 Source: Larmen & Basili. IteraRve and Incremental Development. A brief History 1976 Tom Gilb, published Software metrics coining the term, in which he addressed his IID practice-evolutionary project management-and introduced the terms “evolution” and “evolutionary” to the process lexicon. System Development Corp. project build an air defense system in 1977 and finished in 1980 using incremental development. 1984 1985 Barry Boehm, published “A Spiral Model of Software Development and Enhancement”. Fredrick Brooks, a prominent software engineering thought leader published the classic, “No Silver Bullet” extolling the advantages of IID. 1986 1990s Ken Schwaber and Jeff Sutherland, started applying what would become known as the Scrum method. The method took inspiration from a Japanese IID approach used for non-software products at Honda, Canon, and Fujitsu in the 1980s ; from Sashimi (“slices” or iterations) and from a version of Scrum described in 1986. 2001 In February 2001, a group of 17 process experts-representing DSDM, XP, Scrum, FDD and others- interested in promoting modern, simple IID methods and principles met in Utah to discuss common ground. From this meeting came the Agile Alliance and the now popular catch phrase “agile methods”, all of which apply IID Kent Beck joined Chrysler C3 payroll project. It was in this context that the full set of XP practices matured, with some collaboration by Ron Jefferies and inspiration from earlier 1980s work with Ward Cunningham. 1996 2010
  28. Source: Dr. Winston W. Royce “I believe in this concept, but the implementation described above is risky and invites failure.” 28
  29. “Hopefully, the iterative interaction between the various phases is confined to successive steps.” 29 Source: Managing the development of large SoVware System, Dr. Winston W. Royce h[p://
  30. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding to change Process and tools Comprehensive documentation Contract negotiation Following a plan That is, while there is value in the items on the right, we value the items on the left more. 30 Source:
  31. 31 Where do you fall? Individuals and interactions Timebox: 2 minutes Process and tools Responding to Change Following a plan Working software Comprehensive documentation Customer collaboration Contract negotiation
  32. Agile Principles 32 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Source: 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 4. Business people and developers work together throughout the project.
  33. Agile Principles 33 10. Simplicity--the art of maximizing the amount of work not done--is essential. Source: 11. The best architectures, requirements, and designs emerge from self-organizing teams. 9. Continuous attention to technical excellence and good design enhances agility. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  34. Declaration of Interdependence (DOI) Source: 34 We are a community of project leaders that are highly successful at delivering results. To achieve these results: We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and share responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices.
  35. Challenges to enabling Agility 35
  36. 36
  37. Why do we resist change? 37
  38. Inability to see the “Big Picture” Why Agile? (Purpose) Learning Agile (Being) Practicing Agile (Doing) Focusing on one while neglecting the others will lead to subpar results. Credit: Based loosely on Jim Highsmith. Adaptive leadership: Accelerating Enterprise Agility. 38
  39. Underestimating the scope of change Leadership Process Guide (Teach, Facilitate, Mentor, Coach) Example (Frameworks/ Practices) Relationships Establishing a framework based on the company’s context with a set of practices that align with the (Structure / Incentives) company Understanding the situational leadership. People Evaluating environment. current structure and incentives to support the desired outcomes. 39
  40. Unwillingness to adjust the process Define desired outcomes (What are we trying to accomplish? And how do we know when we are there?) Measure results (Collect data at regular intervals and make it transparent and visible) Adjust the process (Based on data and feedback from teams) 40
  41. Stages of Learning (Shu Ha Ri) 41
  42. SHU Follow the Rule “Obey” Shu Ha Ri HA Break the Rule “Detach” RI Be the Rule “Separate” 42
  43. 43 Stages of Learning SHU (Follow the Rule “Obey”) • Follow the rules exactly without modifications. • May not necessarily understand the intent behind the rules.
  44. 44 Stages of Learning HA (Break the Rule “Detach”) • Know more techniques and can shift between them. • Have some understanding of the intent behind the rules.
  45. 45 Stages of Learning RI (Be the Rule “Separate”) • Know the techniques and apply them unconsciously. • Understand the intent behind the rules and what impact if modified or eliminated.
  46. Understanding the Agile Mindset 46
  47. Ability Characteristic Fixed Growth Avoid Failure ☐ ☐ Continuous Learning ☐ ☐ Exert effort to learn ☐ ☐ Embrace challenges ☐ ☐ Ask for feedback ☐ ☐ Criticism is personal ☐ ☐ Look smart ☐ ☐ Stick to what I know ☐ ☐ Not afraid to fail ☐ ☐ Criticism is about capabilities ☐ ☐ Failure means lack of talent ☐ ☐ Growth vs. Fixed Mindset 47
  48. Ability Characteristic Fixed Growth Avoid Failure # ☐ Continuous Learning ☐ # Exert effort to learn ☐ # Embrace challenges ☐ # Ask for feedback ☐ # Criticism is personal # ☐ Look smart # ☐ Stick to what I know # ☐ Not afraid to fail ☐ # Criticism is about capabilities ☐ # Failure means lack of talent # ☐ Inherent and sta)c Can grow 48 Growth vs. Fixed Mindset
  49. What’s driving this behavior? “Are you sure you can do this, maybe I don’t have the talent.” “What if I fail – I’ll be a failure.” “If I don’t try, I can protect myself and keep my dignity.” “This would have been a snap if I really had talent.” “It’s not my fault. It was something or someone else’s fault.” “I’m not sure I can do it now but I think I can learn to with time and effort.” “Most successful people had failures along the way.” “If I don’t try, I automatically fail. Where’s the dignity in that?” “That is so wrong. Basketball wasn’t easy for Michael Jordan and science wasn’t easy for Thomas Edison. They had a passion and put in tons of effort.” “If you don’t take responsibility, you can’t fix it. My advise is to listen – however painful it is – and learn whatever you can.” How can we promote? 49 How can we change? Timebox: 3 minutes
  50. What is Agile? 50
  51. Agile is a MINDSET SCRUM Manifested through many different PRACTICES Guided by 12 PRINCIPLES Established through 4 VALUES Doing Agile Credit: Dr. Ahmed Sidky 51 Unit tests Daily meetings Backlog Definition of Ready Definition of Done Burndown chart Kanban Board Three Questions Iterations Story Mapping Retrospectives User Stories Acceptance tests Being Agile
  52. Source: Agile Alliance,h[p:// 52
  53. Developing Soft Skills and Understanding Communication Barriers 53
  54. Agile Values Individuals and interactions over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract Negotiation Responding to change over Following a plan 54
  55. Emotional Intelligence (EQ) Source: Daniel Goleman Self Self-confidence Awareness Self Management Social Awareness Relationship Management Emotional Intelligence Social Intelligence Emotional awareness Accurate self-assessment Self-Control Trustworthiness Ownership Adaptability Innovation Understanding others Developing Service others Orientation Leveraging diversity Political awareness Influence Communication Leadership Conflict management Change catalyst Building bonds Collaboration Team abilities 55
  56. What soft skills are needed on your projects? ! Identify the top10 soft skills that are most important to the success of the team ! Each member at your table gets 3 dots to vote on the ones that are most important in their opinion ! Define 2 action items to improve the identified skills 56 Timebox: 3 minutes
  57. Soft Skills Ownership Commitment Collaboration Responsibility Servant Leadership 57 Source: Peter Bregman. Trust Morale Community Attitude Courage
  58. What are your team’s communication barriers? ! Identify a list of the most common communication barriers ! With your table group, prioritize the list from high to low 58 Timebox: 3 minutes
  59. 59 The Art of Listening Level 1: Ignoring (Not really listening at all) Level 2: Pretending (Yeah, uh-huh, right) Level 3: Selective Listening (Hearing only parts) Level 4: Attentive Listening (Focusing and paying attention to the words) Source: The 7 habits of highly effective people by Stephen Covey Level 5: Empathic Listening (Understand the other person’s paradigm and how they feel)
  60. Barriers to Listening We evaluate: we agree or disagree We probe: ask questions from our own frame of reference We advise: give counsel based on our experience We interpret: try to figure people out, explain their motives, based on our own paradigm Source: The 7 habits of highly effective people by Stephen Covey 60
  61. Effective Communication Credit: Dr. Alistair Cockburn 61
  62. Agile methodologies (frameworks) and practices 62
  63. Frameworks/Practices Source: Guide to Agile PracRces. Agile Alliance,h[p:// 63
  64. What are your practices? Agile Practices (Non-Technical) Your Practices • Project charter • Team charter • Backlog • User Stories • Definition of Ready • Story Mapping • Kanban Board • Daily Stand-ups • Three questions • Definition of Done • Facilitation • Timebox • Iterations 64
  65. Value-driven Delivery 65
  66. Plan-driven Delivery Idea Resources Requirements Requirements Shall do this Will do that Shall do this Will do that Shall do this Will do that Shall do this Will do that Everything is a PRIORITY Schedule Deliver How can we meet our “Initial Plan”? Scope Budget Schedule 66
  67. Value-driven Delivery Idea Resources Requirements Schedule Deliver A B C D E F G H PRIORITIZED Budget Schedule Scope A C D B E F G H How can we deliver the highest value in the time we have? 67
  68. Plan vs. Value driven delivery Value Value driven delivery Plan driven delivery Time Time is up There is value that can be delivered to the customer. There is no value to be delivered to the customer. 68
  69. Where does the maximum value happen? When can we deliver the product? Building a bit at a time “Incrementing” We build to finish Build a rough version, validates it, bit at a time “Iterating” We build to learn Throughout Where do we deliver value faster? Source: Jeff Patton Here 69 Incremental vs. Iterative Where does the maximum learning happen?
  70. Slicing value Vision Desired has to satisfy Outcomes Product Backlog FeFaetautruer e1 1 FeFaetautruer e1 1 FeFaetautruer e1 1 Feature 1 who has Goals and Needs pay Iteration Backlog User Story 1 User Story 2 User Story 3 User Story 4 User Story 5 User Story 6 realized by to buy broken into 70
  71. All we doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes. –Taiichi Ohno. Father of TPS 71 Receiving Value Idea Usage
  72. Waste In Manufacturing In Knowledge work In-Process Inventory Partially Done Work Extra Processing Extra Processes Overproduction Extra Features Transportation Handoffs Waiting Delays Motion Task Switching Defects Defects (Errors) Source: 7 wastes in software. Mary and Tom Poppendieck 72
  73. M Prioritizing Value S C W High Business Value Low To Do Doing Done 73
  74. Minimally Marketable Features (MMF) M S C W High Business Value Low To Do Doing Done Minimally Marketable Features (MMF) MUST HAVE Bells and whistles NICE TO HAVE 74
  75. Quick Review • Pair up and share a few facts that you have learned about agile so far • Take notes to share what you discussed with another team member who is not here today Timebox: 3 minutes 75
  76. Tracking Progress 76
  77. Agile Metrics # How are we doing? (Project, team and process health) # What’s preventing us from making progress? # What’s our planned vs. estimated pace? 77
  78. Burn Up charts Story points Expected velocity: 10 points/iteration Iteration Velocity Iteration Expected Actual 0 0 0 1 10 10 2 20 19 3 30 20 4 40 35 5 50 50 6 60 58 7 70 63 8 80 63 9 90 78 10 100 90 11 110 100 12 120 105 Forecasted Additional iterations: 2 Burn Up charts give an indicator whether the team will deliver the functionality or need to add more iterations. 78
  79. Burn down charts Velocity Expected velocity: 10 points / Iteration Iteration Expected Actual 0 120 120 1 110 120 2 100 110 3 90 100 4 80 97 5 70 95 6 60 80 7 50 70 8 40 62 9 30 45 10 20 37 11 10 25 12 0 20 Additional iterations: 2 Forecasted Burn down charts shows the points remaining at the beginning of each iteration 79
  80. Cumulative Flow Diagram # A cumulative flow diagram (CFD) shows the status of work in different queues (Analysis, Development, Testing, Deployment) # It also shows if there is a bottleneck that needs to be addressed The widening area may be an indication of bottlenecks (work items are not being moved to the next queue This area hasn’t changed and it may indicate a bottleneck with Dev tasks 80
  81. Team Assessment Radar Chart ! A good tool for the team to assess their practices. ! It is an indicator on how the team are following their own practices. Itera)on 81 Source: Scaled Agile Framework (SAFe)
  82. SCRUM in Brief 82
  83. Source: Mike Cohn. Mountain Goat Software 83
  84. Scrum Framework • 3 roles – Product Owner – Scrum Master – The Team • 4 Ceremonies – Sprint Planning – Sprint Review – Sprint Retrospective – Daily scrum meeting • 3 Artifacts: – Product backlog – Sprint backlog – Burndown charts 84
  85. Self-organizing teams (It’s now what you think) 85
  86. Agile Principles # Agile Principle #5: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. # Agile Principle #11: The best architecture, requirements, and designs emerge from self-organizing teams. Source: 86
  87. What motivates us? Daniel Pink in his book ‘Drive: the surprising truth about what motivates us’ explains that we are motivated by 3 simple things: – Autonomy (wanting to direct our own lives) – Mastery (wanting to be good at something) – Purpose (wanting to make a difference) Source: 87
  88. Self-organizing teams Creating a self-organizing team entails: # Getting the right people # Articulating the product vision, boundaries and team roles # Encouraging collaboration # Insisting on accountability # Fostering self-discipline # Steering rather than control Source: Jim Highsmith 88
  89. Roles Generalist Specialist Generalizing Specialist Pro: Has one or more technical specialties (Java, Project Management, Business analysis) Con: Lack of knowledge in a specific area may create an impediment Pro: Has a deep knowledge in one domain area Con: True specialists may create bottlenecks by focusing too much on their area and missing the bigger picture Pro: has a dispersed knowledge over a wide array of areas Con: May not be able to help the team in a specific area Where does Agile teams fall? 89
  90. How would Agile benefit you? # Think of how you would use agile in your current role # Pair up with someone and discuss 90 Timebox: 3 minutes
  91. Collaboration Techniques Alone we can do so little; together we can do so much. – Helen Keller 91
  92. Collaboration Collaborate: to work together especially in some literacy, artistic or scientific undertaking [1]; to work jointly with others or together especially in an intellectual endeavor. [2] [1] Webster’s New World Dictionary of the American Language [2] Merriam Webster Online Dictionary Source: Jean Tabaka. Collaboration Explained 92
  93. Collaboration Culture 93
  94. Owning your ability and power to create, choose and attract Doing what you have to instead of what you want to Laying blame onto oneself (often felt as guilt) Using excuses for things being the way they are Source: Christopher Avery. The Responsibility Process Giving up to avoid the pain of Shame and Obligation Holding others at fault for causing something Giving up to avoid the pain of Shame and Obligation 94
  95. What are the characteristics of high performing teams? # Pick a number between 10 and 20 # Come up with <X> characteristics of a high performing team 95 Timebox: 3 minutes
  96. Working Agreement # What are the most important values to us as individuals and as a team? # What do we need to do to succeed as a team? # How do we want to resolve conflicts? # How do we create a safe space for everyone? 96
  97. Structured Meetings ! Why would people show up to the meeting? (Purpose) ! How will we run our meeting? (Process) ! What are the desired outcomes of the meeting? (Outcomes) ! What are the action items and who own them? (Action items) ! When do we reconvene for follow up? (Follow through) 97
  98. What’s your team working agreement? ! If you were on a team, what would the working agreement look like? ! Write it down on the flip chart 98 Timebox: 3 minutes
  99. Continuous Improvement The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn. –Alvin Toffler 99
  100. Plan-Do-Check-Act Recognize an opportunity and plan a change Test the change. Carry out a small scale study Take action based on what you’ve learned in the study Review the test, analyze the results and identify what you’ve learned The Deming Cycle Source: 100
  101. Agile Principle # 12: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Image credit: 101 Inspect and Adapt
  102. Adapting over Conforming ! Delivering great products requires exploration, not tracking against a plan. ! Have the courage to explore into the unknown and the humility to recognize mistakes and adapt to the situation. 102
  103. Retrospectives 103
  104. Retrospectives Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. When: At regular intervals (Usually at the end of each sprint) Who: The team - Retrospective Prime Directive. Norm Kerth Why: Reflect on how to become more effective, then tune and adjusts its behavior accordingly 104
  105. Conducting a Retro Set the stage • Share the plan for the meeting. • Establish purpose/focus of the retrospective. Gather data • Ground the retrospective in facts, not opinions. • Create a shared pool of data (based on the focus/purpose). • Observe patterns. • Build shared awareness. Generate insights • Move from discussion to ACTION. • Focus on what the team can accomplish not what’s important (1-2 actions) Decide what to do • Reiterate actions and follow up. • Appreciate contributions. Close the retrospective Source: Esther Derby 105
  106. A Retrospective technique ! Team members identify specific things that the team should: ! Start doing ! Stop doing ! Continue doing ! Another variation may add: ! Do more of ! Do less of 106
  107. A Good Retrospective ! Discuss any personal, team or process issues openly. ! Discuss what worked and what needs to change. ! Agree on top action items to be addressed and fixed. ! Review these action items at the beginning of the next retrospective. ! Change it up (Innovation games). ! Add the “Appreciation” game every now and then. 107
  108. Where to go from here? ! Assess where your team stand. ! Train the team. ! Identify projects that fit the Agile profile ! Raise awareness through lunch and learn sessions. ! Form a group of like-minded practitioners or join a meet-up in your area. ! Find a mentor or a coach to help. 108
  109. Roadmap 109 Explore knowledge & competency based cer)fica)ons
  110. We are covering specific learning objectives from ICAgile Roadmap Claim code: PMIBC0823 110
  111. 111
  112. Q & A 112
  113. “The important thing is not to stop questioning. Curiosity has its own reason for existing.” Albert Einstein 113
  114. 114